Titlebook: Creating Customer Value Through Strategic Marketing Planning; A Management Approac Edwin J. Nijssen,Ruud T. Frambach Book 2001 Springer Sci

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Identifying Value Creation Opportunities: The External Analysis,nt and future environment of the organization and to identify key success factors. The latter can be defined as the requirements set by the current and future environment which a company will have to meet in order to be able to obtain and maintain a competitive advantage in the market place.

粗俗人

altruism

洞察力

Choosing a Value Positioning: Strategic Objectives, Options, and Choice,The company’s situation has also been studied carefully and its strengths and weaknesses were defined using a core competence perspective. The analysis of the financial situation helped to determine our investment-slack.

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SHRIK

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ACME

Introducing Strategic Marketing,s in organizations’ ability to deliver superior customer value, thus outperforming the competition in the eyes of the customer. The problem is, however, how to define and identify customer value for a particular market and how to make one’s organization customer-driven. Strategic marketing is the an

樸素

Defining the Strategic Problem,em is required to help management deal with it. Although this will sound logically, reality is far from simple. Generally a strategic problem does not emerge over night. It develops over time and is difficult to see and detect for people in the organization who tend to be too close and used to the p

Bravado

Identifying Value Creation Opportunities: The External Analysis, in a changing environment. In order to assess the current situation in the market or broader environment and to identify future challenges that a firm’s environment will impose on the organization, it is important for the organization to take an outside-in approach. Only then opportunities for both